KM Middle East 2012 - Collison Presentation

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Chris Collison's presentation to KM Middle East 2012

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KM Middle East 2012 - Collison Presentation

  1. 1. Implementing Knowledge Management for Success KM Middle East March 14th 2012 @chris_collison Knowledgeable Ltd www.chriscollison.com chris@collison.com© Knowledgeable Ltd www.knowledgeableltd.com Two stories of success to learn from...© Knowledgeable Ltd www.knowledgeableltd.com Learning on an Olympic Scale© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 1 info@km-me.com
  2. 2. The Olympic Museum in Lausanne, Switzerland W I N N I N G WAY S Learning on an Olympic scale.© Knowledgeable Ltd www.knowledgeableltd.com Sharing the torch of knowledge?© Knowledgeable Ltd www.knowledgeableltd.com What if 2022 was also a Middle East Olympic year? Now, imagine that you are the organizing committee. What knowledge do you need? Jacques Rogge, IOC© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 2 info@km-me.com
  3. 3. If you were the IOC KM TeaM, what would you do? 7 years advanced warning of a $10Bn project! 2002 2006 2010 2014 2018 2000 2004 2008 2012 2016 • What processes and tools would you put in place to maximise the knowledge transfer and learning from one host city to another? • Please discuss at your tables.© Knowledgeable Ltd www.knowledgeableltd.com Two stories of success to learn from...© Knowledgeable Ltd www.knowledgeableltd.com Syngenta – International Agri-business and ‘MAKE’ awards winner© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 3 info@km-me.com
  4. 4. Growing a new Knowledge Management Strategy© Knowledgeable Ltd www.knowledgeableltd.com Definition and Vision for Knowledge Management Definition: Knowledge management is a set of processes, tools and behaviours which connect and motivate people to share expertise, insights, good practices and learning. Vision: Syngenta will connect information, knowledge and people better and faster than the competition.© Knowledgeable Ltd www.knowledgeableltd.com Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 4 info@km-me.com
  5. 5. Looking at Knowledge Management through the WIKID Spiral • Creating • Wisdom • Innovating • Making Breakthroughs • Deciding • Discussing • Insight • Sharing • Building • Learning • Knowledge • Searching • Finding • Collating • Interpreting • Information • Analysing • Summarising • Deducing • Data • Capturing • Codifying • Sharing© Knowledgeable Ltd www.knowledgeableltd.com Knowledge Sharing Toolkit© Knowledgeable Ltd www.knowledgeableltd.com Nurturing the right culture© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 5 info@km-me.com
  6. 6. A focus on leadership Leadership Behaviours Leaders recognise the link between KM and performance. The right attitudes exist at the top to share and use others’ know-how. 5 Leaders reinforce the right behaviour and act as role models. KM is everyone’s responsibility; a few jobs are dedicated to managing knowledge. “Knowledge sharing is power.” 4 Leaders set expectations by “asking the right questions”, and rewarding the right behaviours. KM is viewed as the responsibility of a specialist team. 3 Some leaders talk the talk, but dont always walk the walk! Some managers give people the time to share and learn, but there is little 2 visible support from the top. KM viewed as management fad. Leaders sceptical as to benefits. 1 Leaders think networking leads to lack of accountability. Attitude of "Knowledge is power".© Knowledgeable Ltd www.knowledgeableltd.com 7 behavioural barriers© Knowledgeable Ltd www.knowledgeableltd.com Tall Poppy Syndrome • I’ll get cut down if I say we’ve got a good practice to share • I don’t want to endure the scrutiny of others • And I don’t want to be inundated with questions… • “Let’s keep our heads down – we’re busy!”© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 6 info@km-me.com
  7. 7. Shrinking Violet Syndrome • I don’t think we’re doing anything special • Actually, I’m not sure what “special” looks like • Nobody would be interested in what we’re doing… • There are lots of real experts out there.. • Ignorance is bliss!© Knowledgeable Ltd www.knowledgeableltd.com Not Invented Here • We’re different here • Nobody else really understands us • We have unique problems • And anyway, I like coming up with unique answers!© Knowledgeable Ltd www.knowledgeableltd.com Real men don’t ask directions (TomTom Syndrome) • I didn’t get where I was today by asking for help! • My colleagues might think I’m incompetent • Success is all about self- sufficiency • Once I’ve solved my problem, I’ll share what I’ve done© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 7 info@km-me.com
  8. 8. “Don’t worry, it’s documented” Syndrome • No time to talk, but let me email you a document. • Of course I’ll share my knowledge with you – it’s all in this report… • It’s all on the intranet • Haven’t you searched on SmartDoc yet?© Knowledgeable Ltd www.knowledgeableltd.com “Lock it away” Syndrome • If I share this openly, it might be taken out of context. • Someone might make a decision without the full knowledge. • I know where it is – people can always ask me. • If I share this openly, it might weaken my position.© Knowledgeable Ltd www.knowledgeableltd.com Hamster-on-the-wheel Syndrome • I just don’t have the time to learn-before-doing • I’d share, but I’ve got so much on my plate… • I don’t think it’s worth waiting – I know what I need to know. • I know this knowledge- sharing is important, but my objectives are more important!© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 8 info@km-me.com
  9. 9. Syngenta’s TREE Awards© Knowledgeable Ltd www.knowledgeableltd.com Building Networks (Communities)© Knowledgeable Ltd www.knowledgeableltd.com LEAP Programme and Networks 8 Global Networks of Excellence in Manufacturing and Supply Plus a Global Supply Academy© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 9 info@km-me.com
  10. 10. Inspiration from other companies (Rio Tinto) “Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.” Etienne Wenger© Knowledgeable Ltd www.knowledgeableltd.com Getting the purpose of their networks clear Innovation and Ideas Generation Building capability. Delivery of outputs Improvement and (projects, products) problem solving together.© Knowledgeable Ltd www.knowledgeableltd.com Defining and supporting strategic networks© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 10 info@km-me.com
  11. 11. Using Network Analysis to assess the risks and opportunities© Knowledgeable Ltd www.knowledgeableltd.com Assessment of KM Capability© Knowledgeable Ltd www.knowledgeableltd.com Ten Lessons from Successful Implementation • Understand the supply and • Benchmark capability demand of knowledge • Make it simple and • Provide choices and options practical • Get people talking • Understand culture • Focus knowledge capture on • Recognise the right repeatable activities behaviours • Acknowledge that the cultural • Sustain through networks context changes© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 11 info@km-me.com
  12. 12. Thank You! @chris_collison Knowledgeable Ltd www.chriscollison.com chris@collison.com© Knowledgeable Ltd www.knowledgeableltd.com www.km-me.com 12 info@km-me.com

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